Building trust between teams and clients, and in remote or hybrid environments, creating meaningful connections can feel more challenging. We spoke with Maria Febres-Cordero, one of our Customer Success Managers, who shares her insights on building trust, overcoming common challenges, and how tools like Thomas can bring teams and clients closer together.
1. What strategies have you found most effective in creating long-term, trust-based relationships with clients?
When it comes to building long-term, trust-based relationships with clients, authenticity is key. In my role, I often have just 30 minutes in a virtual meeting to make a genuine connection. It's so important for clients to see me as a trusted advisor, not just someone selling them a service. What works best is being fully present and really listening to what the client needs, rather than following a script. By being authentic, the conversation flows naturally, and trust builds much faster.
Consistency is another crucial factor. It’s about doing what you say you’ll do—whether that’s following up with information or booking the next meeting. It helps having access to tools that help me stay organized and ensure I never miss a follow-up, and over time, this reliability, combined with my passion for the work we do at Thomas strengthens the client relationship.
2. What are some common challenges your clients face when trying to foster trust within their internal teams, especially in hybrid or remote work environments?
One of the biggest challenges I’ve seen is that change can disrupt team dynamics—whether it’s a reorganization, rapid growth, or a new manager stepping in. When people who haven’t worked together before are suddenly part of the same team, there can be scepticism and miscommunication. This is especially true during mergers or acquisitions. Tools like Thomas assessments can be incredibly helpful here, as they provide a common language for team members to understand each other's strengths and working styles, helping to reduce misunderstandings and build trust.
Another common challenge is when managers are promoted based on their performance rather than leadership ability and haven’t been given the tools to be effective leaders. This can create tension within teams. Thomas tools help these managers understand their own leadership style and the profiles of their team members, allowing them to adjust their approach and build stronger relationships.
3. What's the one piece of advice you'd give to organisations struggling to build and maintain trust?
The first piece of advice I would give would be to focus on three key pillars. First, self-awareness—help your team members understand their own strengths and behaviours. The second pillar is understanding others. When teams are aware of each other’s profiles, they communicate better and have more empathy. Finally, it’s all about connection. Once people understand themselves and their colleagues, they can start adjusting how they interact, which improves collaboration and helps build trust. Tools like Thomas Connect are perfect for supporting all three pillars, fostering self-awareness, understanding, and connection.
Many of my clients have found that this approach empowers employees to take ownership of their development. Colleague View and Thom (our AI coach) within Thomas Connect make it easy for individuals to understand how to work better with others, which strengthens trust and creates more harmonious working relationships.
4. What role does Openness play in building trust?
Openness is essential to building trust, especially when adopting tools like Thomas assessments. For these tools to be truly effective, managers need to be fully on board and champion them to their teams. When a client expresses concern about openness, I find that it’s often an education gap. Taking the time to explain the science behind the assessments, along with the rigorous validation process (like our British Psychological Society registration), can ease concerns and help people understand the true value of these tools.
Sometimes, resistance to openness stems from poor past experiences with similar assessments, where feedback wasn’t handled well or the process felt unethical. Re-educating managers and showing them the benefits of these tools helps rebuild trust. Once they see the positive impact, they’re more likely to embrace them, creating a culture of openness and trust within their teams.
Trust is the foundation of any successful team, and as Maria highlights, it requires a mix of self-awareness, understanding others, and consistent communication. By embracing tools like Thomas and creating a culture of openness, organizations can build stronger, more cohesive teams. Whether you're navigating rapid change or simply aiming to enhance collaboration, investing in trust is essential for long-term success.
